1. Developing & Sustaining Effective Teams Ian Govier (Facilitator) Senior Nurse Advisor Clinical Leadership Development Programme

2. ELEPHANT Are we thinking the same thing?

3. Aim of the Programme To assist the clinical leadership development of Senior Nurse Advisors at NHS Direct Wales

4. Programme Objectives The Programme will assist participants to develop their clinical leadership potential through: Active participation in clinical leadership workshops and related activities;Active participation in clinical leadership workshops and related activities; Identifying and critically examining the key characteristics, attitudes and behaviours associated with effective clinical leadership; Identifying and critically examining the key characteristics, attitudes and behaviours associated with effective clinical leadership; Taking action to successfully lead the Nurse Advisor team and thereby enhance the performance and quality of health care provision provided by NHS Direct Wales.Taking action to successfully lead the Nurse Advisor team and thereby enhance the performance and quality of health care provision provided by NHS Direct Wales.

5. Introductory Days x 2 Clinical Leadership an introduction to practices and principlesJuly 25 th & 26 th Module 1 Clinical Leadership developing & sustaining effective teamsSeptember 5 th Clinical Leadership exploring organisational influencesSeptember 6 th Module 2 Clinical Leadership leading and implementing complex changeOctober 24 th Clinical Leadership managing performanceOctober 25 th & improving patient care Senior Nurse Advisor Clinical Leadership Development Programme

6. What do you want to ACHIEVE or CHANGE as a result of today?

7. To explore how we can develop & sustain Effective Teams

8. Examine our team values To explore how we can develop & sustain Effective Teams Explore our team roles Refer to and discuss relevant team research Identify characteristics of effective teams Explore our team dynamics Revisit the ‘constants’

9. Healthcare Leadership & The Challenge Healthcare Leadership & The Challenge Management

12. Permanent White Water (Vaill, 1996)

14. The Constants Change Change Principles Principles Choice Choice (Covey, 2006)

15. Developing & Sustaining Effective Teams - principles

16. Leadership in the new millennium has comprehensively come of age. Where once leaders were aloof decision-makers, today they are dedicated collaborators whose role is to give power to their TEAM rather than wield power to their own ends. Leaders on Leadership– an intimate view of life at the top of Europe plc Leaders on Leadership– an intimate view of life at the top of Europe plc Development Dimensions International (DDI) Research Report, January 2006

17. What is a team?

18. A team is more than just a group of individuals who work together. A team is a small number of individuals with complementary skills committed to a common purpose, common performance goals and an approach for which they hold themselves collectively accountable. (2007)

19. A team is a group of individuals who work together to produce products or deliver services for which they are mutually accountable. Team members share goals and are mutually held accountable for meeting them, they are interdependent in their accomplishment, and they affect the results through their interactions with one another. Because the team is held collectively accountable, the work of integrating with one another is included in the responsibilities of each member. (Mohrman and Cohen, 1995)

20. Teams possessing the following characteristics are more effective in delivering high quality care: clarity of team objectivesclarity of team objectives high levels of participation from all team membershigh levels of participation from all team members high emphasis on qualityhigh emphasis on quality high support for innovationhigh support for innovation Health Care Team Effectiveness Project (Borrill and West,2002)

21. What are some of the characteristics of an effective team? Group Work

22. Defend or Destroy! Group Exercise

23. In health care terms, what difference does team working really make?

24. Borrill & West (2002) found that individuals who worked in well functioning teams had lower levels of stress and better mental health. Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality. Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing team functioning and effectiveness!

25. It Takes a Team Coming together is a beginning Keeping together is progress Working together is success John C. Maxwell

26. Task Individual Team ActionCentredLeadership John Adair (2002)

27. Achieve the Task Develop the Individual Build the Team Action Centred Leadership

28. How do we motivate teams to action?

29. The ‘8 Rules’ for Motivating People: Be motivated yourselfBe motivated yourself Select motivated peopleSelect motivated people Treat each person as an individualTreat each person as an individual Set realistic but challenging targetsSet realistic but challenging targets Understand that progress itself motivatesUnderstand that progress itself motivates Create a motivating environmentCreate a motivating environment Provide relevant rewardsProvide relevant rewards Recognise successRecognise success http://www.teambuilding.co.uk/john_adair.html

30. ‘Number Cruncher’ Group Exercise

31. “That which we persist in doing becomes easier - - not that the nature of the task has changed, but our ability to do has increased.” Ralph Waldo Emerson

32. Real teams do not develop until the people in them work hard to overcome the barriers of collective performance. Overcoming barriers to performance is how groups become teams. Katzenbach (1993)

33. Initiator beginning actions and processes that promote team development and performance Model shaping behaviour and performance that reflects the expectations set for the team Coach serving as counsellor, mentor and tutor to help team members improve performance The 3 important roles of a Team Leader

34. How am I doing as a Team Leader? Team Leader Checklist

35. What is my contribution to the team? Team Role Audit

36. Code of Conduct for NHS Managers Patient-centredPatient-centred AccountableAccountable Performance orientedPerformance oriented Responsive to local needsResponsive to local needs Equal, diverse & values inclusionEqual, diverse & values inclusion Partnership focusedPartnership focused National Assembly for Wales (2006)

37. What are the underpinning Values that exist in our team? Team Values Exercise

38. TEAMS - a ‘vehicle’ for service delivery and improvement

39. Where am I with my team at the moment?

41. Choosing our ‘team’ vehicle

44. Which vehicle represents our team, & why? Is it a +ve or -ve image? How do you think others perceive you and your team in terms of your vehicle? Who drives this vehicle? Who else sits in this vehicle? Do you want to change your vehicle? Do you change position? How comfortable are you?

45. Final Thoughts Final Thoughts

46. The Constants Change Change Principles Principles Choice Choice (Covey, 2006)

47. What am I doing to become a transformational team leader?

48. What am I (are we) going to do differently after today?

49. If we always do what we’ve always done… …we’ll always get what we’ve always got!

50. The ‘Trim Tab’ effect

51. ‘Trim Tab’ HMS

52. Be a TRIM TABBER!

53. and finally…

54. …we’ll probably do nothing about it! If we do nothing about it in 24 hours…

55. Thank You Diolch Website: www.ctrtraining.co.uk http://www.ctrtraining.co.uk/resources.php